Is subordinate's loyalty a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic personality and perceived organizational support

Based on Cheng's differential leadership theory, we investigated the relationship between a subordinate's loyalty to a supervisor (SLS) and the supervisor's benevolent leadership in Chinese organizations. We also explored two moderators of this relationship, the supervisor's altruistic personality and perceived organizational support (POS). Using survey research, we collected data from supervisor‐subordinate dyads in Taiwan and made 167 valid observations. The results showed that SLS positively relates to the supervisor's benevolent behaviours; however, this relationship is diminished by the supervisor's altruistic personality and POS. That is, when the supervisor has a high level of altruistic personality or POS, the association of SLS with the supervisor's benevolent leadership is weaker.     

Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes

This study proposed that leader–member exchange (LMX) might encourage an employee to define job breadth close to or beyond the level of his/her supervisor's expectation (enlargement effect), while simultaneously fostering a reduction in supervisor–subordinate definition discrepancy on job content (congruence effect). Using data from 184 subordinate–supervisor dyads in Taiwan, we examined the relationships among LMX, job definition discrepancy, in‐role/extra‐role behaviour, and performance rating. Results showed that LMX was positively related to employee relative job breadth and the supervisor–subordinate congruence on job content, supporting the existence of enlargement effect and congruence effect. Additionally, employee relative job breadth was positively related to extra‐role behaviour and the congruence on job content was positively related to in‐role behaviour. However, neither in‐role nor extra‐role behaviour was related to performance rating. Theoretical and practical implications are discussed.     

The effects of Target Variables and Settting on Perceptions of Hate Speech1

Traditional leader–member exchange (LMX) research typically measures quality of exchange from the subordinate's or member's perspective—LMX(m). In this research, we propose a new construct, LMX(l), which reflects a supervisor's or leader's perception of the value delivered by his or her subordinate in the exchange relationship. Together, LMX(m) and LMX(l) are expected to provide a more complete picture of dyadic exchange quality. Our results indicate relatively modest convergence between the 2 perspectives on LMX. Both LMX(m) and LMX(l) were found to relate to specific currencies of exchange provided by each dyad partner, and agreement between the 2 was negatively associated with the frequency of supervisor–employee conflict. Implications for LMX theory and future research are discussed.     

Career transitions of superiors and subordinates

The career transitions of supervisors were examined to determine the impact of their transitions on the behaviors and attitudes of subordinates who had made recent career transitions. A sample of 124 managers and subordinates participated in the field survey. The data generally supported the major proposition that the magnitude of both a supervisor's and subordinate's career transition interacted to affect a subordinate's commitment to the company, job satisfactions, and perceptions of the work environment. The magnitude of a supervisor's career transition was related to the performance evaluation of subordinates.     

Masculinity,status, and subordination: Why working for a gender stereotype violator causes men to lose status

Occupying gender stereotype-incongruent roles can lead individuals to lose status and earn a lower salary. The present research examined whether merely working for a supervisor in a gender-atypical occupational role leads a subordinate to lose status. Two studies found that male subordinates of gender deviants (i.e., a female supervisor in a masculine domain or a male supervisor in a feminine domain) were accorded lower status and were paid less than male subordinates of supervisors in gender-congruent roles (i.e., a female supervisor in a feminine domain or a male supervisor in a masculine domain). However, the status of female subordinates was unaffected by working for a gender atypical supervisor. Moreover, the status loss for male subordinates was mediated by a perceived lack of masculinity. Thus, establishing the male subordinate's masculine credentials eliminated the bias.     

Organizational Coverups: Factors Influencing the Discipline of Information Gatekeepers1

This study examines factors that influence the severity of discipline administered to a subordinate information gatekeeper who is guilty of covering up an event and concealing and distorting information. Undergraduate business students read one of eight versions of a case depicting faulty upward communication, in which three variables-the superior-subordinate dependency relationship, the subordinate's motivation, and the subordinate's remorse-were manipulated. Unethicality of the offense was evaluated to be quite high across all experimental conditions, yet mild discipline was recommended when the superior was highly dependent on his subordinate and when the subordinate acted out of altruism for his superior. Probability of reoccurrence of the infraction was judged lowest when the offending subordinate displayed remorse. These findings are interpreted as representing a pragmatic orientation toward discipline based on perceived costs or benefits to the administrator. Conditions that increase the vulnerability of decision-makers to faulty upward communication are discussed.     

The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1

This study assessed the effects of procedurally fair leadership and payment outcomes on subordinate reactions to the supervisor in a pay-for-performance task. Procedurally fair leadership was operationalized by the extent to which supervisors enacted three specific behaviors: facilitation of voice, accuracy, and adherence to formal policies and procedures. The payment outcomes were high and low cash payments for performance evaluated as above or below average. Subordinate reactions to these treatments focused on perceptions of supervisory fairness (both procedural and distributive) and the subordinate's relationship with his or her supervisor (in terms of both satisfaction and commitment). Procedurally fair leadership showed a main effect on subordinate perceptions of leader fairness and on their relationship with the leader. No other effects were noted. Implications are discussed.     

Abusive supervision and subordinate supervisor‐directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions

This study examined the link between abusive supervision and subordinate supervisor‐directed deviance by focusing on the moderating role of traditionality and the mediating role of revenge cognitions directed towards supervisors. The results of analysing 283 supervisor–subordinate dyads in six private electronic companies and 222 supervisor–subordinate dyads in two state‐owned oil and gas companies in the People's Republic of China showed that abusive supervision was positively related to revenge cognitions directed towards supervisors and to supervisor‐directed deviance. In addition, traditionality moderated the above relationships such that they were stronger among low traditionalists than among high ones, while revenge cognitions mediated the main effect of abusive supervision and the interactive effect of abusive supervision and traditionality on supervisor‐directed deviance.     

The Effect of Rater Expectations on the Evaluation of a Hypothetical Subordinate

In a laboratory study of the effect of rater expectations on the evaluation of a hypothetical subordinate's performance, 159 undergraduates role played the part of a sales manager who had been given high, low, or no expectations about a subordinates's potential along with hypothetical concrete or abstract performance data. Hypotheses regarding the interaction of performance data and expectations on evaluations were not supported. Although evaluations of the subordinate's performance did not vary across conditions, the student raters recommended larger raises for the subordinate for whom they had low expectations than for the subordinate for whom they had high expectations. The key predictor of a recommended raise appeared to be the extent to which the subordinate met or exceeded rater expectations. These results were reconfirmed with an independent cross-validation sample of 168 subjects.     

THE FALLOUT FROM ABUSIVE SUPERVISION: AN EXAMINATION OF SUBORDINATES AND THEIR PARTNERS

Using spillover and crossover theory, we examined how subordinate's experience of abusive supervision impacts both subordinate's and partner's family domains. Specifically, a model was proposed and tested that examined the fallout from abusive supervision through 2 types of strain, work‐to‐family conflict and relationship tension, on family satisfaction of the subordinate and on family functioning of the partner. Using a matched set of 280 subordinates and partners, this study found that abusive supervision contributes to the experience of work‐to‐family conflict and relationship tension. Further, family satisfaction for the subordinate and family functioning for the partner were diminished through the experience of relationship tension. Interestingly, although the experience of work‐to‐family conflict contributed to relationship tension, it did not directly impact the family outcomes. We discuss the study's implications for theory, research, and practice while suggesting new research directions.     

Ingratiation tactics channeled by target values and threat capability1

Several hypotheses concerning the use of ingratiation tactics were tested in a paradigm where subjects believed that monetary rewards were contingent on a favorable evaluation from a supervisor. Manipulated variables in the 2 × 2 × 2 factorial design were (a) the nature of the supervisor's values (i.e., efficiency vs. sociability), (b) the level of threats issued by the supervisor (no threat vs. high threat), and (c) the extent to which the subjects were dependent on the supervisor's evaluation (low dependency vs. high dependency). The dependent variables were the extent to which the subjects used the ingratiation tactics of other-enhancement (flattery) and selective self-presentation. Findings indicate that the manipulation of the supervisor's values affected the form of other-enhancement used by subjects; more flattery in terms of efficiency occurred in the efficiency values condition, while more flattery in terms of sociability occurred in the sociability values condition. The supervisor's values also affected self-presentation; subjects claimed to hold efficiency ideals when the supervisor held efficiency values, but (in line with earlier findings) they did not claim to hold sociability ideals when the supervisor held sociability values. The manipulation of threats issued by the supervisor had a significant effect on the subjects' use of other-enhancement with respect to the target's sociability, but it had no effect on other ingratiation measures. Finally, the manipulation of dependency had no effect on other-enhancement, but it did produce a surprising “modesty effect” on self-presentation. Subjects presented themselves as both less efficient and less sociable under high dependency than under low. These findings are discussed in the light of previous research on ingratiation tactics.     

The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1

This study investigated the contribution of both subordinate and leader characteristics in the development of leader-member exchange (LMX) quality. Data from 56 subordinate-superior dyads working at a large West-coast media company revealed that subordinates high in work self-efficacy were liked more by their supervisors, perceived to be more similar to their supervisors, experienced more positive LMX quality, and were rated as better performers than subordinates low in self-efficacy. Previous job experience, was related only to one outcome; supervisor's liking of the subordinate. Subordinates initially low in self-efficacy benefited from high LMX, as evidenced by increased end-of-program self-efficacy. Perceptions of similarity between supervisor and subordinate were found to be more important to LMX quality than actual demographic similarity. Leader self-efficacy and optimism predicted subordinates' ratings of LMX quality only for female supervisors. Unexpectedly, leader self-efficacy and optimism were related to the leaders' own ratings of LMX and subordinate performance.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

Converting interns into regular employees: The role of intern–supervisor exchange

Internship participation has undergone rapid expansion over the past three decades, to a point where today, many graduates and internship host-organisations regard internships as the preferred career entry point into a range of professional vocations. To date, however, there has been a dearth of studies examining factors that can influence the conversion of interns into regular employees with their host-organisations. This study bridges that gap as it involved the collection of data at three time intervals from 303 intern–supervisor dyads (n = 606), in order to determine the key predictors of intern conversion. Findings indicated that although intern–supervisor exchange played a strong role in influencing intern's performance, learning opportunities and satisfaction it did not play a significant role in predicting both the intern's and the supervisor's conversion intentions. Nonetheless, both intern's and supervisor's conversion intentions measured during the internship period did play a strong role in predicting actual conversion to employment at the host-organisation subsequent to the intern's graduation. Thus, this study begins to shed light on the dynamics on intern conversion, as a pivotal early juncture in an employee's career lifespan.     

Job security and work performance in Chinese employees: The mediating role of organisational identification

This research focuses on investigating whether organisational identification mediates the effects of job security on in‐role behaviour and extra‐role behaviour and how these mediation mechanisms differ according to gender. Through analysing 212 supervisor‐subordinate dyads from a Chinese air transportation group, the research indicated that organisational identification partially mediated the effect of job security on in‐role behaviour and fully mediated the effect of job security on extra‐role behaviour. A multi‐group analysis also showed that there were significant differences between male and female employees in these relationships. In addition, moderated mediation analyses showed that gender moderated the indirect effects of job security on in‐role behaviour and extra‐role behaviour through organisational identification. Limitations and implications of these findings are discussed.     

Wanting to Be Boss and Wanting to Be Subordinate: Effects on Performance Motivation

Does dyad members' motivation to take on a high or low power position influence the dyad's performance motivation when assigned to hierarchical roles? Participants in 69 dyads (33 all‐women, 36 all‐men) indicated whether they preferred the high‐power role (owner of an art gallery) or the low power role (assistant to the owner). Power roles were then randomly assigned. The dyad's interaction during task solving was videotaped. Uninvolved coders rated performance motivation as the degree of quality of the superior's and the subordinate's task contributions and effort put into the task. Performance motivation was better if the boss preferred the high power to the low power role, irrespective of the subordinate's role preference. Leadership effectiveness is thus affected by the superior's power motivation.     

Building a business case for developing supportive supervisors

A key theme from the previous commentaries is that the business case for developing supportive supervisors needs to be stronger for organizations to make the investments necessary to develop supportive supervisors. There are time constraints and other practical considerations for those in the role of supervisor that may get in the way of supportive supervision unless supervisor support is recognized as a valuable business expense (Ellinger, 2013; Zeni, MacDougall, Chauhan, Brock, & Buckley, 2013). As such, in our response to the commentaries, we present the findings of an additional analysis based on the data from our original sample that examine the relationship between supportive supervision (as rated by subordinates) and supervisor performance and promotability (as rated by the supervisor's boss). We provide evidence that highly supportive supervisors are seen as more promotable and as better performers than are supervisors who are less supportive. Having empirical evidence that shows that upper‐level leaders believe that supportive management contributes to the performance of supervisors is important because upper‐level leaders are the ones making decisions in organizations about what is valued and promoted.     

THE ROLE OF LOCUS OF CONTROL IN LEADER INFLUENCE BEHAVIOR1

This study investigated whether the leader's locus of control moderated the relationship between perceived leader influence behaviors and certain subordinate outcome variables. The results showed that locus of control did significantly moderate the effect of supervisor influence on productivity and subordinate satisfaction with supervision. The difference in satisfaction with supervision was more extreme at high levels of subordinate perceived supervisor influence on productivity. Implications for supervisor training are discussed.     

Self-serving Bias and Actor-Observer Differences In Organizations: An Empirical Analysis1

Self-serving attributional bias is the tendency for a subordinate to attribute personal (internal) cause for successful performance but to assign cause for failures to external factors. The actor-observed difference in attribution is the tendency for concerned observers (managers) of a subordinate's performance to attribute cause for the performance to factors internal to the subordinate, in direct opposition to the subordinate's external attribution for the same performance. This research investigated both phenomena. Twenty-four experienced managers served as manager/subjects in simulated appraisal situations. Subjects with prior work experience served as subordinate/subjects. Each manager participated in four separate simulated performance appraisals, under differing conditions of objective performance and work history, for a total of 96 interactions. The results revealed a strong self-serving bias on the part of subordinates. The results also strongly supported the notion of an actor-observer difference in performance attribution. Subordinates tended to attribute more externally and managers tended to attribute more internally (to the subordinate), regardless of performance level. The research also served to delineate and articulate the relationship between self-serving bias and actor-observer differences.     

Facilitating the Pygmalion effect: The overlooked role of subordinate perceptions of the leader

For many years, the Pygmalion effect has served as a colourful, conceptual reminder of the power of supervisory expectations in enhancing subordinate performance. However, regardless of the myriad of studies that have sought to replicate this effect and identify its parameters, little attention has actually been paid to the processes underlying this phenomenon. Rather, the existing model implies that the subordinate is an ‘always‐willing’, yet somewhat ‘passive’ recipient of Pygmalion‐oriented leader efforts. Our theoretical paper unpacks the role of subordinate perceptions of the leader and considers how it can influence receptiveness to the leader's Pygmalion‐oriented efforts. By revisiting and building upon the original Pygmalion model, we attempt to enrich our understanding of this phenomenon, as well as to offer insight into why not all Pygmalion leader efforts are equally successful.